It's Different at the Top

3 Differences to Never Forget

By Ken Wax,

Published in VARBusiness

So you've arrived at the top. Still, no matter how brilliant, masterful or experienced you may be, don't be surprised if you're feeling somewhat unprepared.

I've worked with many top executives at companies ranging from multibillion-dollar giants to fast-growth start-ups. Their one commonality: High-level leaders are a different breed. Here are a few of their thoughts -- see if they don't help prepare you for your stay at the top.

1. Few people care as much as you do.

It's a fact. You made it to the top because you chose to work harder and care more than others around you. Alas, many of the people around you simply don't have your abilities or drive. That doesn't make them bad people; it's merely a question of priorities. They've chosen to spend their time and energies in other endeavors.

Point: Your company goals should be designed so ordinary people can achieve them. Of course, you could decree that everyone have your superhuman dedication, hours and stamina. But doing that will mean you will soon have many of your best employees heading for the door, leaving the rest with poor morale and headaches galore.

2 Not everyone knows the things you know.

You are darned smart; that's the good news. In fact, you are so steeped in your company and industry, you routinely call on that knowledge without realizing how remarkable your span and grasp really is. The bad news is that most of the people you lead lack your vast understanding. That makes it virtually impossible to comprehend your decisions and implement them intelligently. It only takes a few confused employees to project an image that the public finds confusing or inept.

Point: Explain, explain, explain. It brings understanding and confidence. Plus, it teaches others in your company how they should explain things to the many people they deal with.

3. No one sells it like you do .

You excel at explaining your company and getting people excited about its advantages. You wouldn't be where you are if you were mediocre at that. But others in your company are quite mediocre. You'd really be shocked. We begin our workshops with clients by having their front-line people (i.e., sales, marketing, phone-sales, etc.) jot down how they would describe their company (or product) if asked at a party. When top execs realize how disparate,and weak,most of those explanations are, they're often outraged, which is why we keep the responses confidential. Try a similar exercise at your company; I bet your results won't vary.

Point: If you don't ensure your people have a consistent, articulate way to describe and sell your company, each will be winging it. Some will be terrific. But most won't. How do your people cross the gap between your marketing claims and what customers find credible and compelling? There are many thoughts on how to get the most out of your staff when you're the head honcho. But, hey, top managers are busy people, so I'll let you get to your next meeting.

Ken Wax is president of the training and consulting firm Total Quality Selling Inc.